Acute Resource Divergence
What does this mean?
Revenue is contracting significantly, but executive compensation percentage is rising. The organization is refusing to adjust its administrative overhead to match its new economic reality.
The Path Forward
The Realignment
Forces immediate balancing of administrative bloat against actual programmatic output. It demands that every dollar extracted for overhead be justified by community impact.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 25.8% | 26 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 24.7% | 38 | Fragile | Gov Risk | |
| 2021 | — | — | 14.0% | 45 | Fragile | Recovery | |
| 2020 | — | — | 18.0% | 41 | Fragile | Recovery | |
| 2019 | — | — | 17.3% | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 26.6% | 29 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | — | 41 | Fragile | Recovery | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 3.3% | 32 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 19.2% | 22 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 24.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 7.0% | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONATHAN RUTTER | Executive Director | 20.7% of Rev | ||
| DAVE THUNE | Board President | — | ||
| CHRIS ORTH | Board President | — | ||
| DANIEL OTTO | Treasurer | — | ||
| RONALD HLM RAMSAY | Board Member | — | ||
| CORALIE WAI | Board Member | — | ||
| BRENT BEHM | Board Member | — | ||
| BEVERLY LAKE | Board Member | — | ||
| VERN ROURKE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONATHAN RUTTER | Executive Director | 19.1% of Rev | ||
| ANNA LEE | Board President | — | ||
| CHRIS ORTH | Board President | — | ||
| DANIEL OTTO | Treasurer | — | ||
| EMILY WILLIAMS - WHEELER | VOLUNTEER | — | ||
| RONALD HLM RAMSAY | Board Member | — | ||
| J BRACKEN ROURKE | Board Member | — | ||
| BRENT BEHM | Board Member | — | ||
| BEV LAKE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 6 other orgs in MN with NTEE prefix A5.
Most-divergent component: financial score sits 23 points below the peer median (15 vs. 38).
5-year trend: Acute Resource Divergence
Revenue is contracting significantly, but executive compensation percentage is rising. The organization is refusing to adjust its administrative overhead to match its new economic reality.
Overall score has gone from 32 → 26 over 5 years (declining by 6 points).
What's driving this score
- Comp-to-revenue ratio of 25.8% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.